원문정보
초록
영어
The purpose of this study was to explore the relationship between organizational leaders’ internal communication efforts, employees’ work engagement, and their public relations performance. Findings from a survey of public relations agency employees in South Korea (N = 100) indicate that transparent employee communication, having three dimensions of sufficient and accessible information, accountability/authenticity, participation/ openness, would not only enhance employees’ reputation perceptions toward their own organizations (B = .54), but also foster job engagement (B = .41), and their willingness to adopt an accommodative stance to public (B = .41). Findings are discussed in terms of how organizational leaders (i.e., that include top management, managers, and unit supervisors) can inspire greater workplace performance.
목차
Introduction
Literature Review
Open Communication with Employees and the Influence of Key Individual
Transparent Communication Efforts by Organizational Leaders
Leaders’ Transparent Communication Efforts and Employees’ Work Engagement
Leaders’ Transparent Communication Efforts and Employees’ Public Relations Practice
Method
Design
Participants
Measurements
Results
Hypothesis Testing
Discussion
Transparent Internal Communication to Foster Employees’ Work Engagement
Leaders’ Transparent Communication Efforts and Organizational Reputation
Leader Transparency and Employees’ Adoption of Public Relations Stance
Sufficient and Accessible Information, Accountability / Authenticity, Participation / Openness
Conclusion
References